Items by Hope Hailey, Veronica
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Number of items: 38.
Gustafsson, S. and Hope Hailey, V., 2016. Forthcoming. Responsible leadership, trust and the role of HRM. London, U. K.: Routledge. (Routledge Studies in Leadership Research)
Balogun, J. and Hope Hailey, V., 2015. Leading Transformational change::closing the gap between theory and practice. Other. CIPD.
Hope Hailey, V., 2015. Deutsche does the decent thing as joint CEOs take it on the chin. The Conversation.
Hope Hailey, V., 2014. Trust will out:how the financial crisis boosted the best leaders. The Conversation.
Kelliher, C., Hope Hailey, V. and Farndale, E., 2014. Employee engagement in multinational organizations. London, U. K.: Routledge, pp. 180-194.
Veal, G. and Hope Hailey, V., 2013. IPR Policy Brief - Climate change regulation: reviewing the market-based approach. Other. University of Bath.
Kelliher, C., Hope Hailey, V. and Farndale, E., 2013. Employee engagement in multi national organizations. Abingdon, U. K.: Routledge, pp. 180-194.
Kelliher, C., Clarke, C., Hailey, V. H. and Farndale, E., 2012. Going global, feeling small:an examination of managers' reactions to global restructuring in a multinational organisation. International Journal of Human Resource Management, 23 (11), pp. 2163-2179.
Farndale, E., van Ruiten, J., Kelliher, C. and Hope-Hailey, V., 2011. The influence of perceived employee voice on organizational commitment:an exchange perspective. Human Resource Management, 50 (1), pp. 113-129.
Farndale, E., Hope-Hailey, V. and Kelliher, C., 2011. High commitment performance management:the roles of justice and trust. Personnel Review, 40 (1), pp. 5-23.
Hope-Hailey, V., Farndale, E. and Kelliher, C., 2010. Trust in turbulent times:organizational change and the consequences for intra-organizational trust. Cambridge, U. K.: Cambridge University Press, pp. 311-335.
Clarke, C. A., Brown, A. D. and Hope Hailey, V., 2009. Working identities? Antagonistic discursive resources and managerial identity. Human Relations, 62 (3), pp. 323-352.
Farndale, E. and Hope Hailey, V., 2009. Personnel departmental power:Realities from the UK Higher Education sector. Management Revue, 20 (4), pp. 392-412.
Kwiatkowski, R., Jaina, J., Creagh, M., Hope Hailey, V., Knox, S., Moir, L., Myddelton, D. R. and van der Hoven, C., 2008. Can the MBA develop leadership?:academic reflection vs practical training. Basingstoke, U. K.: Palgrave Macmillan, pp. 131-146.
Clarke, C., Hope Hailey, V. and Kelliher, C., 2007. Being real or really being someone else? Change, managers and emotion work. European Management Journal, 25 (2), pp. 92-103.
Balogun, J., Gleadle, P., Hope-Hailey, V. and Willmott, H., 2005. Managing change across boundaries:boundary-shaking practices. British Journal of Management, 16 (4), pp. 261-278.
Hope Hailey, V., Farndale, E. and Truss, C., 2005. The HR department's role in organisational performance. Human Resource Management Journal, 15 (3), pp. 49-66.
Kelliher, C., Truss, C. and Hope Hailey, V., 2004. Disappearing between the cracks:HRM in permeable organisations. Management Revue, 15 (3), pp. 305-323.
Hope-Hailey, V. and Balogun, J., 2002. Devising context sensitive approaches to change: The example of Glaxo Wellcome. Long Range Planning, 35 (2), pp. 153-178.
Truss, C., Gratton, L., Hope Hailey, V., Stiles, P. and Zaleska, J., 2002. Paying the piper:choice and constraint in changing HR functional roles. Human Resource Management Journal, 12 (2), pp. 39-63.
Hope Hailey, V., 2001. Breaking the mould? Innovation as a strategy for corporate renewal. International Journal of Human Resource Management, 12 (7), pp. 1126-1140.
Hope Hailey, V. and Gratton, L., 2001. Strategic change:devising a context sensitive approach to implementation (2nd ed.). New York, U. S. A.: Wiley, pp. 363-384.
Balogun, J. and Hope Hailey, V., 2000. Managing strategic change:devising a context-sensitive approach to implementation. Chichester, U. K.: John Wiley.
Gratton, L., Hope Hailey, V., Stiles, P. and Truss, C., 1999. Linking individual performance to business strategy:the people process model. Oxford, U. K.: Blackwell, pp. 142-158.
McGovern, P., Hope Hailey, V. and Stiles, P., 1998. The managerial career after downsizing:case studies from the `leading edge'. Work, Employment and Society, 12 (3), pp. 457-477.
Stiles, P., Gratton, L., Truss, C., Hope Hailey, V. and McGovern, P., 1997. Performance management and the psychological contract. Human Resource Management Journal, 7 (1), pp. 57-66.
Truss, C., Gratton, L., Hope Hailey, V., McGovern, P. and Stiles, P., 1997. Soft and hard models of human resource management:a reappraisal. Journal of Management Studies, 34 (1), pp. 53-73.
Hope, V. and Hendry, J., 1995. Corporate cultural change: Is it relevant for the organisations of the 1990s? Human Resource Management Journal, 5 (4), pp. 61-73.
Hope, V., 1990. “Our most valuable asset is people”:practising a popular philosophy in a life assurance company. Personnel Review, 19 (5), pp. 14-23.
Hope, V., Knights, D. and Willmott, H., 1988. The ambivalence of personnel in in life insurance:the challenge of change. Personnel Review, 17 (1), pp. 32-37.